Something goes sideways at work—missed deadlines, bad customer feedback, you name it—and the first suggestion is: “We need training!” Sound familiar? It’s like reaching for a Band-Aid when what you really need is a lifestyle change.

A missed birthday. A forgotten anniversary. A milestone that goes unnoticed. These small slights from a manager may seem like no big deal, but new research from Wharton reveals that even the mildest mistreatment at work can affect more than just employee morale.

Traditional styles of lecturing and imparting information can be ineffective in terms of student engagement and triggering deeper learning.

Increasingly, inspectors for the U.S. Food and Drug Administration (FDA) will evaluate your CMMS provider’s security controls—not just your internal procedures.

The digitalization of society during the last decade has created many opportunities for businesses and organizations.

The manufacturing industry is undergoing a transformation driven by rapid technological advancements, changing consumer preferences, and evolving regulatory frameworks.

Early-stage medtech companies are under tremendous pressure to develop quickly, prove value, and obtain regulatory approval or clearance as fast as possible.

When I first became involved in lean (continuous improvement), I was the VP of operations at a privately held company in the Midwest.

In this article I want to spend time with Søren Kierkegaard. I’ve been interested in his ideas because he occupies an unusual place in the history of thought. He’s considered a pioneer of existentialism, and yet he was also a man of faith.

As we look ahead to 2026, the medtech sector stands at an intersection of regulatory evolution, technological advancement, and operational transformation.